- All Tracks
- Thames Hall
- Cotswold Hall - Exhibition
The board will be responsible for many key decisions within the organisation including its control and accountability systems, final approval of the corporate strategy, risk management and legal compliance, approving and monitoring the progress of major capital expenditure, capital management, and acquisitions and divestitures.
It is important that a potential Board member properly evaluates the organisation before committing, ensuring that their skills and experience fill a gap and compliment the other Board members.
This panel will share information that will guide you on the key areas to consider when forming your board, and potential pitfalls to be aware of, including:
- The importance of considering the composition of a board and the dynamics of its personalities; does the team have the patience and fortitude to work through pre-revenue phases?
- Ensure you achieve a a good balance of values between scientific research and the commercial and financial skills and experience required to nurture the growth of a pre-revenue business
- How will the Board be remunerated/rewarded for the considerable time they will devote to your organisation – what can be offered to board members instead of cash?
- Are your Board members truly passionate about the science that is driving the company?
- What is their attitude to risk? A considered appetite for risk and an understanding of the commercialisation process, marketing, and business can be a great attribute.
- How to deal with a conflict of interest - at board level in the life sciences industry there is generally a smaller pool of appropriate board candidates to choose from, so it is important to ensure all conflicts are declared and dealt with appropriately
- Choose your Chair with care – it is important that they are highly experienced in the area you are specialising in, hold considerable gravitas in the industry and act as a respected figurehead for the business
Regulatory matters must have a front and centre focus throughout the R&D process as well as when new business relationships are explored. By ensuring you are fully compliant you are better supporting your teams and the ongoing work of your organisation.
This panel has been designed to review all that is new in the regulatory landscape of the life sciences industry; and as the UK looks forward to its future outside the EU, we will also address the key areas set to change or be impacted post the transition on 31st December 2020.
Key topics will include:
- An insight into the updates in the published Medicines and Medical Devices Bill – what does this mean for UK life sciences companies after we transition out of the EU, particularly regarding human medicines regulation, clinical trials, and medical devices
- What are the the regulatory updates in areas such as using artificial intelligence in treatments?
- How can the UK break new ground in complex clinical trials – will the implementation of new regulations make us a more attraction location for external companies?
- What aspects of current bureaucratic processes can and should be modified, reduced or eliminated to make the UK system a faster, cheaper and more streamlined market?
Please request meetings and book meetings via your HelloPartnering profile
This Masterclass will cover a brief overview of the following topics in a small group training-session:
The commercial landscape
Human biology, pathology and drug targets
Drug discovery and development
Industry pressures and responses
Industry in transition
Innovation intensity has recently increased, from the development of the first biological drug innovation has been shaping the future for our biopharmaceutical industry, one that will likely be very different from the past. As a result, there is an increasing pursuit of flexibility in the supply chain in the quest for new medicines and vaccines. Flexibility can be defined as being responsive and adaptable to change at every stage of clinical trials.
This session will discuss the importance of flexibility and the strategies by which it can be included into the clinical supply chain – from adaptive design, protocol pooling and Just-in-Time (JIT). It will explore benefits and limitations of these techniques.
Flexibility requires detailed planning and a thorough knowledge of the global dynamics (including country and site selection) that impact the supply chain from start to finish.